Brooks Jones

My parents founded our family's childcare business in 1981. I grew up in it, literally raised inside the classrooms, hallways, and front offices of early childhood education. My brother and I now carry that work forward, and this year we're marking forty-five years in childcare.

I learned this industry hands-on, inside real schools, under real licensing scrutiny, with real budgets, real team members, real families, and real children depending on us getting it right. Today, I lead growth strategy and operations across multiple brands at Christian Preschool Centers, with responsibility spanning facilities, licensing, compliance, transportation, enrollment systems, and state advocacy for childcare funding in Texas.

I'm a Texas Rising Star expert, and I can walk operators through NECPA and CCP accreditation as well. I understand what it takes to earn and maintain a Four-Star rating. I've led schools to Four-Star, and I've also had to step back to Three-Star when the childcare staffing shortage made it impossible to hold, which is exactly the kind of operational reality I help clients plan around. I've served with the Texas Licensed Child Care Association for more than a decade and currently serve as conference chair and membership co-chair.

I'm a follower of Jesus, and that shapes how I lead, how I care for people, and how I make decisions. I believe a childcare company can grow without losing sight of the children, families, and team members it exists to serve.

I started this consulting practice because I've lived the transition many childcare owners find themselves in: you've figured out how to run a successful center, maybe even two, and now you're trying to build an organization that can successfully operate three, five, or more.

That transition changes everything. What worked when you could personally see every classroom, know every team member, and solve every problem doesn't work the same way anymore. Growth requires stronger leaders, clearer systems, greater consistency, and an organization that doesn't depend on the owner carrying everything.

I've lived that transition. I'm still living it as an operator today. And I help other childcare owners build the structure they need to grow without losing control of the quality, culture, and care that made them successful in the first place.